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An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria
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An empirical investigation into the performance management practices of selected manufacturing firms in southern nigeria

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  • 1. European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Vol 4, No.15, 2012An Empirical Investigation into the Performance Management Practices of Selected Manufacturing Firms in Southern Nigeria Oge Mounanu, Ph.D, MNIM Department Of Business Management Godfrey Okoye University Ugwu-Omu Nike Enugu Email: dozie_monanu@yahoo.com Nicholas N. Igwe, Ph.D, JP, MNIM, MIMC Department Of Business Management Godfrey Okoye University Ugwu-Omu Nike Enugu Email: ngozinick@yahoo.com J. U. J. Onwumere, Ph.D, FCISN (Corresponding Author) Department of Banking and Finance University of Nigeria Enugu Campus Email: josaphatonwumere@yahoo.comAbstractThis paper seeks to assess whether current performance management practices yield effective results and compareperformance management practices in Nigerian firms to best practices. Data were collected from nine hundred and ninetythree (993) manufacturing firms in Nigeria. The Yamane’s statistical formula was employed for sample size determination.285 copies of questionnaire were distributed to various managing directors of these firms who were strategically placed toprovide data for a proper evaluation of performance management practices of the sampled organizations. Using frequencytables, Chi- square (X) statistic and Z-test one sample Kolmognov-Smirmov test, the study reveals that current performancemanagement practices in Nigeria delivers effective results, but did not conform to best practices. Based on the findings, thepaper submits that leaders and top management of these manufacturing firms should continue to apply performancemanagement strategies including training and development programmes in a positive manner in order to enhanceproductivity amongst employees.Keywords: Empirical Investigation, Performance Management, Manufacturing Firms.1.0 Introduction1.1 Background of the StudyOrganizations are defined as collections of people joining together in some formal association in order to achieve group orindividual objectives. At least one set of objectives, for any organization will relate to the production and output of specifiedgoods and services to individuals, groups and other organizations (Dawson, 1992: xviii). Individuals are engaged byorganizations with the hope that they will contribute to fill the felt needs of the society. There is therefore the need for anestablished mechanism for ascertaining whether the organization and individuals are doing well in their own part of thebargain. A change in perception from employment to performance has been recorded (Torrington et al 2005: 224). Concernfor performance is emphasized because both parties have a stake in performance thus calling for the need to developintegrated schemes.Ewurum (2006:1) states that performance occupies a strategic place in the organizational scheme of things, insisting thatboth sides of the internal and external environment have a stake in performance for obvious reasons. Effective performancemanagement benefits the individual, organization and the economy through increased efficiency, effectiveness andproductive aggregates in terms of quality goods and services (Mullins, 2010).Poor quality performance at organizational, social, economic, individual and governmental levels has been the bane of theNigeria nation. Manufacturing firms are not performing optimally in Nigeria thereby prompting Ifedi (1994:12) to observe:that there is little doubt that manufacturers in this country have since been endangered. 43
  • 2. European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Vol 4, No.15, 20121.2 Statement of the ProblemThe manufacturing sector in the Southern Nigeria has been in turmoil. The environment for manufacturing operations hasremained turbulent and dynamic because of high operating costs, epileptic power supply, inadequate backward linkages andlack of exposure to best management practices just to mention a few. This development is even accentuated by under-funding of the Bank of Industry (BOI) which originally gave loans to the sector. The greatest headache of the sector iselectric power supply which was down by 90 percent in 2009 (The Guardian 2009). Also exchange rate fluctuations andunpredictability contribute to make importation of needed inputs difficult to achieve and sustain operational capacity. Eventhe manufacturing firms seem not to help matters. There are issues of measuring performance of these firms using definedcriteria and that of the employees. Lack of a single universally acceptable performance appraisal applied by these firms is aproblem itself.1.3 Objectives of the StudyThe objectives which this paper seeks to investigate are as follows:i. To ascertain whether current performance management practices in Southern Nigerian Manufacturing Firms yield effective resultii. To assess the performance management practices in these firms against best practices.1.4 Research QuestionsFrom the foregoing, the following research questions could be discerned.i. To what extent do current performance management practices in Nigerian manufacturing firms yield effective results?ii. To what extent do performance management practices in Nigeria manufacturing firms conform to best practices in organization in Southern Nigeria?1.5 Statistical HypothesesIn view of the above research questions, the following hypotheses were formulated to guide the study:i. Current performance management practices in Nigeria manufacturing firms deliver effective results.ii. Performance management practices in Nigeria manufacturing firms conform to best practices.2.0 Theoretical Underpinning and Review of Related LiteratureThe process of management involves making a continuous judgment on the skills, behaviours, activities and contributionsof staff. It is imperative that members of the organization know exactly what is expected of them and how their performancewill be measured. Mullins (2010:510) states that performance management is a process which brings together many aspectsof people management. It is about performance improvement at individual, team, department and organizational levels. It isalso about staff development as a means to both improve and enhance performance, and as a means of managing behaviourand attitudes. From the foregoing it follows that if there are good working relationship individuals and teams are more likelyto perform well together than if no good relationships prevail. Fowler (1990) reacts that performance management is aboutmanaging the organization. It is a natural process of management, not a system or a technique. Performance management isabout managing within the context of the business (its internal and external environment). Contributing, Lawson (1995)opines that performance management is basically concerned with performance improvement in order to achieveorganizational team and individual effectiveness. Organizations according to him have “to get the right things donesuccessfully”. It is equally important to state that performance management is concerned with employee development. Thisis because improvement is not achieved unless there are effective processes of continuous development. This analogyaddresses the core competences of the organization and the capabilities of the individuals and teams. Performancemanagement should really be called performance and development management (Armstrong, 2005). The Chartered Instituteof Personnel Developments (C.I.P.D, 2008) suggests that performance management is about establishing a culture in whichindividuals and groups take responsibility for the continuous improvement of business process and their own skills,behaviours and contributions. From the above definitions it is note worthy to underpin that performance managementconcerns everyone in the organization not just managers. This study rejects the cultural assumptions that only managers areaccountable for the performance of their teams and replaces it with the belief that responsibility is shared between managersand team members.Current Issues of Performance Management in OrganizationsMost of current issues of performance management in organizations have been driven by developments in the industriallyadvanced countries (Olaye 2005:1). Recently, performance management practices survey has taken the front burner in theadvanced economies of the world. Nnabuko (2007:2) believes that performance relates to how well a product performs or 44
  • 3. European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Vol 4, No.15, 2012how well a service is provided.According to Adeleye and Yusuf (2006:94) competitive pressures differ across companies and they influence the relativeemphasis that companies place on competitive objectives such as cost, quality, speed and flexibility. Nevertheless, thepursuit of goals of best practice demands excellence in all competitive fronts as a means of improving on businessperformance outcomes.With the best practice today, 51% of organizations frequently trained their managers in applying performance managementsystems, while 22% of the sampled organizations always use competencies in their performance systems. They establish jobcompetencies or core competencies in order to clarify what is expected of employees and to link different systems. As amatter of fact, 20% of the current sample of organizations includes team-based objectives in individual performance plans.There is team appraisal in which team members or peer actually set goals and appraised one another. Approximately, 20%-25% of the organizations in this survey use peer input, customer feedback and input from direct reports. All these newideas/measures help to boost productivity level in manufacturing organizations in Southern Nigeria (Adeleye and Yusuf,2006:174).3.0 MethodologyThe survey research method was utilized in line with the problems and objectives of the study. The ex-post facto researchdesign was also employed. Thus data were collected from both primary and secondary sources. A set of questionnairecontaining thirty (30) questions was drawn in connection with the issues raised in the study. The sample frame consists ofmanufacturing firms in Southern Nigerian States made up of Abia, Akwa-Ibom, Anambra, Cross-River, Delta, Edo, Lagos,Ogun, Osun, Oyo and River State. It was made up of nine hundred and ninety three (993) manufacturing organizationscontained in Gold Star Directory (2008) for the major 5000 companies in Nigeria. The questionnaire was administered tothe various managing directors of these firms who were strategically placed to provide data for a proper evaluation ofperformance management practices of the sampled organizations.Yamane (1964) formula was utilized for computation of the sample size (see appendix I). After calculating the sampleproportionately to the various states depending on the proportion of the entire population that came from each state usingKumar (1976) proportional allocation formula (appendix II). The questions were optioned using a five (5) point Likert typeof responses namely: Strongly Agree, Agree, Neutral, Disagree and Strongly Disagree. In all, 280 respondents returned theircopies duly completed from a total of 285. A combination of Chi- Square and one sample Kolmognov-Smirmov Z testhypotheses was adopted for analysis. These techniques were considered appropriate because the samples of the variableswere randomly selected from the population.4.0 Results and DiscussionIn this paper, the performance management practices of selected manufacturing firms in Southern Nigeria were investigated.In this section, the findings in relation to the objectives of the study are presented and discussed: i. The extent current performance management practices in Nigeria yield effective results.The finding of this objective reveals that current performance management practices in selected manufacturing firms inSouthern Nigeria yield effective results. This result agrees with Mc Namara, (2007: 4) and Mullins (2010) who in theirindividual writings see performance management as setting goals, monitoring the achievement of these goal, sharingfeedback, evaluating, performance and rewards for employees performance in the organizations. It is note worthy that manyof the sampled firms agreed to the adoption of competent skill rating. This equally gives credence that the manufacturingfirms are aware of innovations in performance management system. The table 1.0 below gives more insight.ii. The extent performance management practices in Nigeria manufacturing firms conform to best practices.The findings of this objective reveal that manufacturing firms performance management practices did not conform to globalbest practices. Table 2.0 (see, appendix) on performance management conformity with best practices attest to this assertionand the finding here agrees with the writings of Miller (1990), Elany (2001) and Adair (2005) who individually argue thatperformance management practices in organization should be tailored by organizational leaders to be in random with globalpractices. For organizations to achieve the dimensions of service delivery, price and quality are very essential. However,this study reveals that manufacturing firms in Nigeria seems to place concern more on price as against service deliverywhich is the global practice. 45
  • 4. European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Vol 4, No.15, 2012Testing Hypothesis OneTest Statistics Performance Management Practice and Effectiveness Results Chi- Square (a) df 47.825 Asymp. Sig. 4 .000a 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 57.0.Decision rule: The rule is consistent with that in hypothesis two. Hence, testing the above hypothesis at 95% confidenceinterval and 4 degree of freedom, the computed chi- square value of 47.825 emerged. The result is far greater than thecritical chi- square value of 9.488. This means that null hypothesis is again rejected. The study thus concludes that: Currentperformance management practices in Nigeria significantly deliver effective results.Testing Hypothesis TwoPerformance management practices in Nigerian manufacturing organization do not conform with best practice.Hypothesis two was tested using the Z- test one- sample Kolmogorov- Smirnov test of normal distribution. Employing theStatistical Package for Social Sciences (SPSS) analysis, the result below emerged:One- Sample Kolmogorov- Smirnov Test Performance management conformity with best practice N 285 Normal Parameters (a, b) Mean 1.7930 Std. Deviation .92460 Most Extreme Difference Absolute .289 Positive .289 Negative -.196 Kolmogorov- Smirnov Z 4.872 Asymp. Sig (2- tailed) .000a Test distribution is Normal.b Calculated from data.Since KS-Z is 4.872, which is greater than 1, the distribution of the responses is normal. This means that any conclusiondrawn from the frequency distribution is accurate as most of the responses tend towards the mean (1.7930). with a higherpercentage of the respondents (87.78%) disagreeing that performance management practices in Nigerian manufacturingorganizations conform with best practices, the null hypothesis should be accepted. Thus performance management practicesin Nigerian manufacturing organizations do not conform to best practices at the moment.5.0 Conclusion and RecommendationsHaving, carried out this study and analyzed the data obtained from the field, there is no doubt that performance managementpractices in Southern Nigeria firms yield effective result. The study also revealed that performance management practices ascurrently carried out by these firms did not conform to global practices. The following recommendations are herebysuggested by the researchers; i. Leaders and top management of these manufacturing firms should continue to apply performance management strategies in a positive manner bearing in mind its usefulness to enhance level of productivity performance among their employees.ii. Since performance management practices in these firms did not conform to best practices, training and development programmes should be encouraged by professional institutes such as Nigerian Institute of Management (NIM), Chartered Institute of Personnel Management (CIPM) to enhance the proficiency of members who are employees of these firms.iii. Government at all levels should continue to create the enabling environment for these manufacturing firms to thrive and survive bearing in mind that the operating environment is still not very conducive. 46
  • 5. European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Vol 4, No.15, 2012AppendixTable 1.0: Performance Management Practices and Effectiveness Results. Category Frequency Percentage Strongly Agree 78 27.48 Agree 73 25.56 Undecided 14 4.81 Disagree 51 18.00 Strongly Disagree 69 24.15 Total 285 100Source: Field Survey 2010Employing Chi- Square statistics, the test result below shows that descriptive statistics, N Mean Std. Deviation Minimum Maximum Performance Management Practice 285 3.1404 1.57711 1.00 5.00 And Effectiveness ResultsChi- Square Test Frequencies Performance Management Practice and Effectiveness Results Category Observed N Expected N Residual Strongly Agree 69 57.0 12.0 Agree 51 57.0 -6.0 Undecided 14 57.0 -43.0 Disagree 73 57.0 16.0 Strongly Disagree 78 57.0 21.0 Total 285Table 2.0 Performance Management Conformity with best Practice Category Frequency Percentage Strongly Agree 7 2.44 Agree 14 4.81 Undecided 14 4.96 Disagree 128 44.74 Strongly Disagree 123 43.04 Total 285 100Source: Field Survey 2010 47
  • 6. European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Vol 4, No.15, 2012ReferencesAdair, I (2005) “Developing Tomorrow’s leaders” in CBI the path to leadership: developing a sustainable model withinorganizations, New York: Caspian Publishing.Adeleye, E.O and Yusuf, M (2006) “Towards Agile manufacturing: models of competition and performance outcomes”U.K International Journal of Agile systems and management vol. 1 No. 1Armstrong, M (2005) A handbook of human resource management practice. London: Kogan page publishers. CIPD, (2008)Human Capital: Factsheet, November.Dawson, S (1992) Analyzing organizations, London: Macmillan Education Limited.Delany, K (2001) ‘Futurising Human Resources: How to achieve sustainability’ IBIS best practice business improvementssupplement.Ewurum, U J F (2006) “Going the extra- mile in the work place to achieve peak performance:a focus on the universitysystem” in Nwosu, I E. and Ene,O. C Eds) Managing job ethics and Productivity in Nigerian Universities. Enugu: Institutefor development studies.Ewurum, U.J.F (2006) “Management of performance and rewards in an organization” being a paper presented at the 20063rd quarterly summit of the institute of corporate administration of Nigeria held at the MODOTEL Hotel Enugu on Friday6th October.Fowler, A (1990) “Performance management: the MBO of the 90’s Personnel management,July.Ifedi, C. (1994) “The manufacturing industry in Nigeria” in Business Concord, Tuesday March 29Kumar, R.S.(1976) A manual of sampling techniques, London: Heinemann Limited.Lawson, P. (1995) “Performance Management: an overview” in the performance management handbook, M.Walters (ed.) London: IPDMiller, D (1990) The karus paradox: How excellent companies bring about their own downfall, New York: HarperBusiness.Mullins, L.J (2010) Management and organizational behavior, England: Pearson Education LimitedNnabuko, J.O (2007) “Managing performance” Enugu (a paper presented at a workshop organized by Nigerian Institute ofManagement (chartered) for members on Mandatory Continuing Professional Education Programme (MCPEP) 3rd – 8th March.Olaye, S (2005) Delta collection strategy covering small units (country practice Nigeria) Expert Group meeting onindustrial statistics, New York: Department of Economics and Social Affairs statistics, United Nations.The Guardian Newspaper, (2009) “The Exodus of firms, Nigeria’s Helplessness” October 29, p.16Torrington, D., Hall, L., Taylor, S. (2005) Human Resource Management, Edinburgh Gate: Pearson EducationLimitedYamane, T (1964) Statistics: An Introductory Analysis, London: Harper and Row. 48
  • 7. This academic article was published by The International Institute for Science,Technology and Education (IISTE). The IISTE is a pioneer in the Open AccessPublishing service based in the U.S. and Europe. The aim of the institute isAccelerating Global Knowledge Sharing.More information about the publisher can be found in the IISTE’s homepage:http://www.iiste.org CALL FOR PAPERSThe IISTE is currently hosting more than 30 peer-reviewed academic journals andcollaborating with academic institutions around the world. There’s no deadline forsubmission. Prospective authors of IISTE journals can find the submissioninstruction on the following page: http://www.iiste.org/Journals/The IISTE editorial team promises to the review and publish all the qualifiedsubmissions in a fast manner. All the journals articles are available online to thereaders all over the world without financial, legal, or technical barriers other thanthose inseparable from gaining access to the internet itself. Printed version of thejournals is also available upon request of readers and authors.IISTE Knowledge Sharing PartnersEBSCO, Index Copernicus, Ulrichs Periodicals Directory, JournalTOCS, PKP OpenArchives Harvester, Bielefeld Academic Search Engine, ElektronischeZeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe DigtialLibrary , NewJour, Google Scholar

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